Page 217 - Serious Incident Prevention How to Achieve and Sustain Accident-Free Operations in Your Plant or Company

CH15pp159-189 4/10/02 12:51 PM Page 183

Applying the Process Model—A Case Study 183

HSE—Serious Incident
Prevention Processes

The actions of QMI’s Health, Safety, and Environmental department sig-
nificantly impact the company’s capability to sustain serious incident-free
operations. The HSE department utilizes all elements of the serious incident
prevention process to ensure services supporting incident-free operations are
effectively provided. The team’s critical work is targeted towards minimizing
both the probability and potential consequences of an incident.
Table 15-7 documents the critical work identified by the HSE team. The
team maintains performance measures for on-schedule completion of criti-
cal work, as illustrated by Figure 15-17, and for other key performance in-
dicators such as rescue and fire brigade training attendance (Figure 15-18)
and the results of annual surveys indicating line organization management’s
satisfaction with the quality of HSE services provided (Figure 15-19).
Performance measures and the status of improvement projects are reviewed
each month by the team. Reinforcement and corrective actions are imple-
mented based upon reviews of the performance measures. The HSE team’s
reinforcement plan (Table 15-8) includes specific reinforcement for indi-
viduals who successfully complete special tasks, such as coordinating the
annual site visit for local emergency response agencies.

Excellent Results!

100

95
Congratulations!
Moving average at
90 Goal Level.
Percent One PHA behind
schedule
85

MONTH
80
12 MONTH AVG
GOAL
75
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
MONTH
FIGURE 15-17. HSE percent critical work completed on schedule.